The Only way is up? How Different Facets of Employee and Supervisor Perfectionism Help or Hinder Career Development
Bibliographic Data
| ID | 13655783 |
|---|---|
| Authors | Kathleen Otto (0000-0001-5737-2575, Philipps University of Marburg, corresponding author), Martin M Baluku (0000-0002-7843-9203, Makerere University), Martin Baluku (Makerere University), Amelie Schaible (Philipps University of Marburg), Cemre Oflu (Philipps University of Marburg), Emily Kleszewski (0000-0001-6880-6965, Philipps University of Marburg) |
| Year | 2024 |
| Volume | 129 |
| Issue | 3 |
| Pages | 332941241229204-332941241229204 |
| Publication date | 2024-01-29 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Psychological Reports (JOURNAL) |
| Journal identifiers | ISSN: 0033-2941 • E-ISSN: 1558-691X |
| Publisher | SAGE Publishing (PUBLISHER • US) |
| DOI | 10.1177/00332941241229204 |
| PMID | 38287640 |
| OpenAlex | W4391359528 |
| Language | EN |
| References cited | 72 |
Although the double-edged nature of perfectionism is widely acknowledged, little is known about how it shapes employee career development. By combining two field studies, we provide a multiperspective insight into the relevance of both employee and supervisor perfectionism for employee career development. While we expected self-oriented perfectionism (SOP) to have an ambivalent role for career development, we proposed that socially prescribed perfectionism (SPP) in particular, but also other-oriented perfectionism (OOP), would show maladaptive relationships with career-related indicators. In Study 1 ( N = 116), we focused on the employee perspective and how multidimensional perfectionism relates to career aspirations (operationalized via work motivation) and subjective career success. Employees high in SOP reported higher, whereas those high in SPP reported lower perceived career success. OOP was negatively related to intrinsic motivation, but positively explained extrinsic (social) motivation and amotivation. In Study 2 ( N = 146), we examined the role of supervisor perfectionism in supporting or hindering employees' career development by providing or draining resources. Our results show that supervisors high in SOP - and partly in OOP are reluctant to delegate highly responsible tasks; SPP even increased the likelihood of assigning illegitimate tasks to subordinates. Our findings suggest that both employee and supervisor perfectionism may boost or thwart employee career development and success. We discuss that supervisor perfectionism may limit employees' opportunities for experiential learning
Amotivation · Career development · Intrinsic motivation · Management · Operationalization · Perfectionism (psychology · Procrastination · Supervisor · Applied Psychology · Perfectionism, Procrastination, Anxiety Studies · Psychology · Social Psychology · Work-Family Balance Challenges · Workaholism, burnout, and well-being
Leadership and Decision-Making
The dimensions of perfectionism
Starting at the Beginning
Effects of Race on Organizational Experience, Job Performance Evaluations, and Career Outcomes.
Facet Scales for Agreeableness and Conscientiousness
The Multidimensional Work Motivation Scale
Study design III
Delegation And Employee Work Outcomes
Illegitimate tasks as a source of work stress
An Empirical Investigation of the Predictors of Executive Career Success
Predictors of Objective and Subjective Career Success
Positive Conceptions of Perfectionism
Getting to the “COR”
Never good enough
Career adaptability and career success in the context of a broader career resources framework
Conservation of Resources in the Organizational Context
The relentless pursuit of perfectionism
Determinants of delegation and consultation by managers
Career success in a boundaryless career world
The Revised Almost Perfect Scale
The general causality orientations scale
The path taken
Fighting self-control failure
Intrinsic and Extrinsic Motivations
Perfectionism in the self and social contexts
Conservation of resources
| Citation velocity | historical |
|---|---|
| Highly cited | No |